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Lean Six Sigma (LSS): an implementation experience

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  • Satya S. Chakravorty
  • Aakash D. Shah

Abstract

The purpose of this study is to show how Lean and Six Sigma (LSS) improvement events were implemented to improve the performance of a home furnishing manufacturing operation. Each LSS improvement event was conducted at the targeted shop by an experienced facilitator with a team of workers from the shop. An improvement event consisted of a host of activities involving five phases which were completed over an eight-week period. The first four weeks included four phases: 1) planning and discovery; 2) training and opportunity finding; 3) refinement and preparation; 4) implementation and changes. The last four weeks included one phase: 5) enhancement and transfer of ownership. The facilitator was responsible for the first phase and the workers were responsible for all other phases, although the facilitator also played an important role in those phases. With some variation, the workers spent 100% of their time in activities related to phases 2 and 4, and 20% of their time in activities related to phases 3 and 5. Important to both practitioners and academicians, we discuss many implications of LSS event implementation and include directions for future research. [Received: 18 August 2009; Accepted: 01 August 2010]

Suggested Citation

  • Satya S. Chakravorty & Aakash D. Shah, 2012. "Lean Six Sigma (LSS): an implementation experience," European Journal of Industrial Engineering, Inderscience Enterprises Ltd, vol. 6(1), pages 118-137.
    • Handle: RePEc:ids:eujine:v:6:y:2012:i:1:p:118-137
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    References listed on IDEAS

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    1. Satya S. Chakravorty & Richard M. Franza, 2009. "The implementation of Design for Six Sigma: a development experience," International Journal of Product Development, Inderscience Enterprises Ltd, vol. 9(4), pages 329-342.
    2. Satya S. Chakravorty & Douglas N. Hales & James I. Herbert, 2008. "How problem-solving really works," International Journal of Data Analysis Techniques and Strategies, Inderscience Enterprises Ltd, vol. 1(1), pages 44-59.
    3. Chakravorty, Satya S. & Hales, Douglas N., 2008. "The evolution of manufacturing cells: An action research study," European Journal of Operational Research, Elsevier, vol. 188(1), pages 153-168, July.
    4. Chakravorty, Satya S. & Hales, Douglas N., 2004. "Implications of cell design implementation: A case study and analysis," European Journal of Operational Research, Elsevier, vol. 152(3), pages 602-614, February.
    5. Satya S. Chakravorty & Ronald E. Dulaney, 2010. "ERP systems: an implementation experience," International Journal of Business Excellence, Inderscience Enterprises Ltd, vol. 3(2), pages 163-185.
    6. Satya S. Chakravorty, 2010. "An implementation model for lean programmes," European Journal of Industrial Engineering, Inderscience Enterprises Ltd, vol. 4(2), pages 228-248.
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    Cited by:

    1. Abdulaziz M. Almutairi & Mohammed Almanei & Ahmed Al-Ashaab & Konstantinos Salonitis, 2021. "Prioritized Solutions for Overcoming Barriers When Implementing Lean in the Healthcare Supply Chain: A Saudi Perspective," Logistics, MDPI, vol. 5(1), pages 1-16, February.

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